The role of organizational and individual-level factors for the inclusion of women managers in Japan

Abstract

Purpose This study aims to analyze and contrast the role of organizational and individual level factors in influencing the effective participation of women managers in decision-making in Japanese business organizations. Design/methodology/approach A qualitative study based on 21 in-depth interviews with women and men in managerial positions in Japanese organizations is adopted. Findings Results show that gender equality structures and practices are not effectively institutionalized within Japanese organizations. In particular, corporate social responsibility programs are perceived by women respondents to be formally adopted to gain legitimacy in the eyes of foreign investors. However, they lack effectiveness in giving the woman manager a “voice” in business decisions. Organizational practices such as leadership development and mentoring are generally not evident in the organizations analyzed. Conversely, the personal traits of the woman manager, such as determination, self-confidence and “being able to confront men colleagues” are the factors perceived to be crucial in influencing women’s participation in decisions. Social implications The study suggests that to increase the weight of women managers in Japanese organizations’ decision-making, action is still needed within organizations to create a true diversity-culture. Additionally, action at the educational level has to remove women’s own self-segregation. Originality/value The study offers novel evidence on the “glass ceiling” in Japanese businesses by investigating whether women’s access to management positions corresponds to effective decision power. The study also highlights the key enabling factors, therefore contributing to the analysis of how to create more effective gender “diversity” within Japanese businesses.

The intellectual structure of gender equality research in the business economics literature

“…Corporate leadership and internal communication have a moderating effect on gender issues (Adams 2016;Fernández-Temprano and Tejerina-Gaite 2020). Future research should focus on the main organisational internal dimensions that may improve gender inclusion and firm performance at the same time (Saitova and di Mauro 2021). What are the main soft skills and practices that increase internal gender equality and external competitiveness?…”

“…-Pérez et al (2015),Cabrera-Fernández et al (2016),Adams (2016), Fernández-Temprano and Tejerina-Gaite (2020),Saitova and di Mauro (2021) …”

Leadership development programs in the context of diversity management: evidence from Poland

“…Recent studies in business management show that, among other aspects, diversity management and leadership are important to fostering organizational inclusiveness (Caver and Livers, 2021; Leroy et al. , 2021; Saitova and Di Mauro, 2021; Williams and Mihaylo, 2019). Another highlighted theme is the need for supportive leadership (Shore et al.…”

“…Recent studies in business management show that, among other aspects, diversity management and leadership are important to fostering organizational inclusiveness (Caver and Livers, 2021;Leroy et al, 2021;Saitova and Di Mauro, 2021;Williams and Mihaylo, 2019). Another highlighted theme is the need for supportive leadership (Shore et al, 2018) to allow effective cooperation in diverse teams (Guillaume et al, 2017) and thus to enable inclusiveness in organizations and teams (Boekhorst, 2015;Randel et al, 2018).…”